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Revenue Case Study Norman Gillanders
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Revenue Case Study Norman Gillanders

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    Revenue Case Study Norman Gillanders Revenue Case Study Norman Gillanders Presentation Transcript

    • Background – Piloting a new Organisational Structure
      • My own background.
      • 2. Long planning process – needed to move on.
      • Volunteered in 2000 – given job in 2001.
      • Selected team – started work in May 2001.
      • - based in Kilkenny
      • - had other job in Dublin.
      • Cultural background
      • - C&E
      • - Taxes
      • - General unease about change
    • Scale of Things
      • Original Extended
      • Staff 500 750
      • Locations 14 22
      • Counties 6 9
      • Employees 160,000 220,000
      • Businesses 54,000 105,000
    • The First Round of Work
      • Brainstorming and Project Plan.
      • Inventories.
      • Consultation – formal and informal.
      • Design blueprints – options discussed.
      • Plan to Revenue MAC in October 2001.
    • The Plan – High Level Design
      • Set-out design constraints.
      • Proposed new structures.
      • Proposed one important principle-flexibility.
      • Radical re-organisation of case base.
      • Accepted.
    • 2002 – Key Year
      • Early part – intensive IR-national.
      • We concentrated on communications.
      • Took over resources/Business Plans-July.
      • Detailed design in November 2002.
      • Full structure phased in across country in 2003.
      • Region “gifted” three more counties
    • Issues
      • Combine vision and communications, with
      • Careful attention to detail.
      • Repeat, Repeat, Repeat ….. ….. …..Assurance
      • Open communications, structured, consistent.
      • Team was crucial.
      • Resilience and stubborness!
      • No new permanent state – change is the norm!
    • Are we Finished – No!
      • Better links between National HQ and Regions.
      • New risk management system.
      • Solve customer service problems.
      • Continuity as people retire.
      • Refurbish our technical capacity.
    • Why did I Volunteer?
      • I believed in need for new structure!
      • Sensed supporting coalition on MAC.
      • Sensed “political” need for change.
      • Challenge – why be an Assistant Secretary unless you make a difference?
      • Risk-tolerant: Comfortable with ambiguity.
      • Tapped into institutional support and other teams.
      • China Story.
      • Breakthrough change.
      • Change experienced as bereavement.
      • Eating the Dogs.